Japan Startup Development & Digital Transformation 5-Year Plan & Manifesto (Version 1.0)
TL;DR? Can’t bear Second Degree writing style. I get it. Start by reading the “Case Context” section at the end of this article. Spoiler Alert: It’ll kill the surprise.
中村内閣総理大臣の下で新たに日本の最高デジタル責任者に任命されたモリヤ マコサト閣下
His Excellency Mr Makosato Morya, newly appointed Chief Digital Officer for Japan under Prime Minister Nakamura
中村明首相、田中栄二官房長官、岩本智也財務大臣、三井里香外務大臣、佐樹博防衛大臣）、経済産業大臣 中村晴香、文部科学大臣 小野真、厚生労働大臣 木村英樹環境省 山田正樹、国土交通大臣 鈴木健二
Dear Prime Minister Akira Nakamura (中村明), Chief Cabinet Secretary Eiji Tanaka (田中栄二), Minister of Finance Tomoya Iwamoto (岩本智也), Minister of Foreign Affairs Rika Mitsui (三井里香), Minister of Defense Hiroki Sato (佐藤博樹), Minister of Economy, Trade, and Industry Haruka Nakamura (中村晴香), Minister of Education, Culture, Sports, Science and Technology Makoto Ono (小野真), Minister of Health, Labour and Welfare Hideki Kimura (木村英樹), Minister of Environment Masaki Yamada (山田正樹), Minister of Land, Infrastructure, Transport and Tourism Kenji Suzuki (鈴木健二)
Dear esteemed colleagues and members of the government,
As the Chief Digital Officer for Japan, I am honored to accept the heavy burden of making the “Japan startup manifesto” a reality as quickly as possible. I understand the critical times we are facing, and the importance of digital transformation and startup development for the national security of our country.
I hereby pledge to devote my mandate and my life to building a strong digital Japan, and to work tirelessly to achieve the objectives outlined in the manifesto.
Prior to fulfilling our mission, the Chief Digital Office Department first conducted a comprehensive analysis of the current state of digital transformation and startup ecosystem in Japan. This included:
- assessing the strengths and weaknesses of the existing framework,
- identifying gaps and opportunities, and
- gathering feedback from stakeholders including startups, large corporations, and government agencies.
Based on this analysis, we developed a detailed action plan with specific objectives and milestones to achieve the goals outlined in the manifesto. The plan will cover all aspects of digital transformation, including, but not limited to, infrastructure, regulation, education, skills, funding, and market access.
To ensure effective implementation of the plan, we established a dedicated task force of experts from various fields, including technology, business, law, and policy. The task force was responsible for coordinating and monitoring the progress of the plan, and worked closely with relevant government agencies, the private sector, and international organizations.
We also establish regular communication channels with stakeholders to ensure transparency and accountability. This included regular updates on the progress of the plan, and opportunities for feedback and input.
Furthermore, to ensure the sustainability and long-term success of the digital transformation and startup ecosystem in Japan, we worked to initiate a culture of continuous improvement and learning. This includes regularly reviewing and updating the plan, adapting to changing market conditions, and learning from best practices and success stories from other countries.
I am committed to reinforcing this comprehensive and holistic plan to achieve the goals outlined in the “Japan Startup Development & Digital Transformation 5-Year Plan & Manifesto.”
I will work closely with all stakeholders and reinforce our already successful task force in producing this list of detailed, heavy and invigorating tasks to perform; and to ensure effective implementation of the plan while promoting sustainable and long-term growth of the digital ecosystems for a the brightest Japan future.
Thank you for entrusting me with this important task.
Sincerely,
まこ佐藤モリヤ
Chief Digital Officer, Japan
Japan Startup Development & Digital Transformation 5-Year Plan & Manifesto
(一月 . 令和 ５-10)
I. Introduction
Japan’s economic prospects remain difficult, with the Japanese government anticipating that GDP would contract in the following years. However, the increasing relevance of internet-driven economic development has the potential to change this image by improving the lives of millions of people by providing them with new employment, new skills, and fresh hope for a brighter future.
In Japan, the Internet economy is expected to develop much faster than all conventional sectors combined. These rates substantially exceed those of established economic sectors. Digital technologies are no longer limited to high-tech firms; they are reimagining every sector, with the potential to produce new employment and income.
This rising tide may help Japan safeguard its future prospects, allowing it to emerge stronger, more nimble, and affluent. However, more effort is needed to overcome a number of hurdles that threaten to stymie growth and weaken the potential of this growing industry. We must guarantee that we have the policies, operational modes, and desire to succeed. We must address the reality that Japan does not now generate as many new enterprises destined for growth as other regions of the world or develop entrepreneurs who are as confident in the environment their own nation offers for startups.
The days of depending on major corporations or the government to provide jobs are over. Many of the employment lost in recent years will never be replaced in their current form. Entrepreneurship, which has been the engine of prosperity in other nations, has not been fostered in Japan in a systematic or successful manner. More enterprises and startups require more than a regulatory shift. It requires a mindset shift.
The development of startup and digital transformation policies is critical not only for economic growth, but also for Japan’s national security and survival in a globally competitive economy. It is critical for Japan to take the initiative and establish an atmosphere that encourages entrepreneurs and digital innovation.
II. Main Framework & Objectives
Institutional Framework
Objective: Create a favorable regulatory environment for startups
Tasks:
- Implement an E-commerce Directive
- Create a national startup manifesto (Done)
- Introduce legislation defining startups and providing special status to them
- Undertake measures in support of the principles of a digital single market
- Introduce provisions enabling new legally challenging business models of sharing economy
- Reduce the time taken to start a business to 3 days or less
- Develop a national strategy in support of startups
Funds allocated:
- Review of existing regulations
- Development and implementation of new regulations
- Assistance to startups in navigating the regulatory environment
Education and Skills
Objective: Make teachers digitally confident and competent to rise to the challenge.
Tasks:
- Use e-learning tools in national training initiatives for teachers
- Encourage the involvement of startups and developers in providing ICT training for teachers and students
- Develop a national system for vocational traineeships in entrepreneurship for 12-18 year-olds
- Introduce courses and activities aimed at enhancing entrepreneurship skills as part of the core curriculum in primary and secondary education
- Funds allocated:
- Digital skills training programs
- Workshops and seminars
- Ongoing support and resources for teachers
Educate children on the principles, processes, and passion for entrepreneurship from a young age.
Tasks:
- Develop curricula that cover the basics of entrepreneurship, such as identifying business opportunities, creating a business plan, and understanding financial principles.
- Create interactive and engaging activities and exercises that allow children to apply what they have learned in a hands-on manner.
- Organize guest lectures and field trips to local businesses to provide real-world examples and inspiration for children.
- Provide opportunities for children to start and run their own mini-businesses, such as a school store or service project, to give them a taste of what it’s like to be an entrepreneur.
Funds:
- Allocate funds for the development of curriculum materials and resources.
- Set aside funds for guest speakers and field trip expenses.
- Provide seed money for children’s mini-businesses.
Encourage university students to start a business before they graduate.
Tasks:
- Develop national and regional programmes that provide co-funding for the creation of startup incubators and accelerators
- Create incentives for academics to engage in entrepreneurial activity and stimulate the creation of university spin-offs
- Introduce funding programmes for students who want to translate their business ideas into reality
- Promote programs for Young Entrepreneurs
- Implement support measures to mentor and coach women entrepreneurs at undergraduate level
Funds:
- Allocate funds for program development and resources
- Set aside funds for mentorship and networking opportunities
- Provide grants or loans for student-run businesses
Prepare graduates for a radically different marketplace (digital skills + vocational training).
Objective: Provide digital skills + vocational training
Tasks:
- Introduce a “digital course certificate” confirming ICT skills as part of the curriculum in the higher education system
- Implement the Digital Agenda to mainstream eLearning in national policies
- Create a Grand Coalition for Digital Jobs with a national / local coalition to promote digital employment
Funds:
- Allocate funds for program development and resources
- Set aside funds for mentorship and networking opportunities
- Provide grants or loans for student-run businesses
Encourage large companies to provide training for the general public (for management, leadership, and communication skills).
Objective: Develop management, leadership and communication skills
Tasks:
- Introduce measures such as co-financing by Japan to support the provision of specific training by corporates for people already working for SMEs / startups or unemployed
Funds:
- Allocate funds for incentive program development
- Set aside funds for partnerships and promotion of training opportunities.
Access to Talent
Objective: Turn Japan into the easiest place for highly skilled talent to start a company and get a job by rolling out a Japan startup Visa.
Tasks:
- Develop an application process for the Japan startup Visa
- Create a support system for visa holders, including resources for housing, networking, and mentorship
- Promote Japan as a destination for startup talent through targeted marketing campaigns
Funds:
- Budget for developing and implementing the application process and support system
- Funding for resources such as housing and networking opportunities
- Allocation for marketing and promotion efforts
Objective: Make it easy for companies to hire outside their home countries Japan.
Tasks:
- Streamline the process for obtaining work visas for foreign employees
- Provide resources and support for companies to navigate the hiring process
- Host networking and job fair events to connect companies with international talent
Funds:
- Budget for streamlining the work visa process
- Funding for resources and support for companies
- Allocation for hosting networking and job fair events
Objective: Make it easier for smaller companies to let employees go (special flexibility in human resources management for small companies).
Tasks:
- Review and revise current laws and regulations related to employee termination
- Develop a streamlined process for smaller companies to terminate employees
- Offer resources and support for smaller companies to navigate the employee termination process
Funds:
- Budget for reviewing and revising laws and regulations
- Funding for resources and support for smaller companies
- Allocation for developing a streamlined termination process
Bring the best brains back home (Japan must launch targeted campaigns aimed at bringing their talent back home, through research grants, logistical support and public recognition).
Tasks:
- Develop research grants and other funding opportunities for Japanese expats to return home and continue their work
- Create a support system for returning talent, including resources for housing and networking
- Promote the accomplishments of returning talent through public recognition and marketing campaigns
Funds:
- Allocation for research grants and funding opportunities
- Budget for creating a support system for returning talent
- Funding for promoting the accomplishments of returning talent through marketing campaigns
Access to Capital
Objective: Increase private and institutional investment in startups.
Tasks:
- Develop and promote investment opportunities for startups to potential investors
- Create a network of angel investors and venture capitalists
- Educate investors on the potential returns and risks of investing in startups
Funds:
- Government grants for investment promotion
- Tax incentives for investing in startups
- Investment matching funds
Objective: Make it easier for high-growth companies to raise capital through public markets.
Tasks:
- Review and simplify regulations for listing on public markets
- Provide assistance for companies in preparing for an IPO
- Increase investor education on the potential returns and risks of investing in high-growth companies
Funds:
- Government grants for listing promotion
- Tax incentives for listing on public markets
- Investment matching funds
Objective: Buy more from smaller businesses.
Tasks:
- Encourage larger businesses to diversify their supply chains
- Create a database of smaller businesses for larger companies to source from
- Develop mentorship and training programs for smaller businesses to improve their competitiveness
Funds:
- Government procurement budget allocated to smaller businesses
- Grants for supply chain diversification
- Mentorship and training programs for smaller businesses
Objective: Tax share options as capital gains, not income, to attract talent to startups (special tax regime for startups).
Tasks:
- Review and propose changes to current tax laws
- Communicate the benefits of the special tax regime to startups and potential employees
- Provide assistance for startups in navigating the new tax regime
Funds:
- Government funding for research and development of the special tax regime for startups.
Data Policy, Protection & Privacy
Objective: Revise and normalize data protection laws (unified data protection law).
Tasks:
- Review and revise existing data protection laws
- Develop a unified data protection law for Japan
- Educate companies and individuals on the new laws
Funds:
- Allocate funds for the review and revision of existing data protection laws
- Set aside funds for education and outreach on the new data protection laws
Objective: Remove the requirement for data providers to store information in any given Japan.
Tasks:
- Review and revise existing data storage laws and regulations
- Remove the requirement for data providers to store information in any given Japan
- Educate companies and individuals on the new laws
Funds:
- Allocate funds for the review and revision of existing data storage laws and regulations
- Set aside funds for education and outreach on the new data storage laws
Objective: Make government data public.
Tasks:
- Review and revise existing laws and regulations related to government data
- Develop a strategy to make government data public
- Educate the public on the availability of government data
Funds:
- Allocate funds for the review and revision of existing laws and regulations
- Set aside funds for education and outreach on the availability of government data
Objective: Make governments think digitally (unified technological platform).
Tasks:
- Develop a unified technological platform for all government agencies
- Provide training and resources for government employees to increase digital literacy
- Encourage collaboration and information sharing among government agencies
Funds:
- Allocate budget for the development and maintenance of the unified platform
- Provide funding for training and resources for government employees
Thought Leadership
Objective: Initiate a mentality shift across Japan in terms of how we define success – promoting entrepreneurship.
Tasks:
- Develop and implement a nationwide campaign to promote the benefits and importance of entrepreneurship
- Partner with educational institutions to incorporate entrepreneurship education into curriculum
- Host events and workshops to connect entrepreneurs and provide resources and support
Funds:
- Allocate budget for the development and implementation of the nationwide campaign
- Provide funding for partnership with educational institutions and hosting events and workshops
Objective: Appoint a Chief Digital Officer for Japan.
Tasks:
- Identify and appoint a qualified individual to serve as the Chief Digital Officer
- Develop a clear scope of responsibilities and decision-making authority for the Chief Digital Officer
- Establish regular communication and collaboration between the Chief Digital Officer and government agencies
Funds:
- Allocate budget for the compensation and support of the Chief Digital Officer
Objective: Create a ‘best practices’ repository.
Tasks:
- Develop a centralized database of successful digital initiatives and strategies across various industries
- Make the repository easily accessible to government agencies and businesses
- Regularly update and maintain the repository
Funds:
- Allocate budget for the development and maintenance of the repository
Objective: Establish a Digital Japan Forum.
Tasks:
- Identify and invite key stakeholders from government, business, and academia
- Organize regular meetings to discuss digital trends and strategies
- Encourage collaboration and information sharing among stakeholders
Funds:
- Allocate budget for the organization and hosting of the forum meetings.
Note: The amount of funds allocated for each task is specified in the Annex documentation, but it would be determined during the new 2023 budgeting process.
III. Main Policies Objectives by Theme
These objectives (although still in a free listing form) shall be launched through our accountability cross ministries team.
A roadmap and a Gantt chart will be shared across the ministry departments which are the main digital transformation program stakeholders.
This objective listing will be restructured in a 1, 2, or 3 prioritization level.
The “Cross Ministry Accountability Team” shall be headed by the honorable Mr. Makosato Morya.
Promoting digital innovation
- Encourage the adoption of new technologies
- Support the development of smart cities
- Foster partnerships with established companies
- Promote international trade
- Support the development of digital skills
- Promote open data policies
- Encourage the development of new markets
- Foster a culture of continuous learning
Promoting the use of new technologies
- Encourage the development of new technologies
- Promote the use of data analytics to optimize operations
- Encourage the development of new digital marketing strategies
- Promote the use of data security best practices
- Encourage the development of new data privacy policies
- Promote the use of cloud computing
- Encourage the development of new payment systems
- Promote the development of new financing models
- Encourage the development of new talent acquisition strategies
- Promote the use of data management best practices
Supporting startups
- Provide funding and support for startups
- Encourage the development of mentorship programs
- Create networks and platforms that facilitate collaboration
- Promote the development of a strong startup ecosystem
- Encourage the development of agile processes
- Promote the use of data analytics
- Foster a culture of customer focus
- Encourage the development of new distribution channels
- Promote the development of new business models
- Encourage the development of new marketing strategies
Enhancing efficiency and productivity
- Promote the use of open source software
- Encourage the development of new supply chain models
- Foster a culture of customer focus
- Promote the use of data analytics
- Encourage the development of new distribution channels
- Promote the development of new marketing strategies
- Encourage the development of new pricing strategies
- Promote the use of data security best practices
- Encourage the development of new talent acquisition strategies
Encouraging the development of new business models
- Encourage the development of new business models
- Promote the use of business model data analytics to optimize operations
- Encourage the development of new marketing strategies
- Promote the use of business model research to inform decision-making
- Encourage the development of new distribution channels
- Promote the use of business model testing to validate new ideas
- Encourage the development of new pricing strategies
- Promote the use of business model analysis to identify new opportunities
- Encourage the development of new business growth strategies
- Promote the use of business model innovation tools
Enhancing data security and privacy
- Promote the use of data security best practices
- Encourage the development of new data privacy policies
- Promote the use of data privacy best practices
- Encourage the development of new data protection laws
- Promote the use of agile data management techniques
- Encourage the development of new data security technologies
- Promote the use of data management best practices
- Encourage the development of new data privacy management techniques
- Promote the use of agile data privacy management techniques
- Encourage the development of new data protection management techniques
Promoting agile approaches
- Promote the use of agile processes
- Encourage the development of new agile business models
- Promote the use of agile project management techniques
- Encourage the development of new agile leadership models
- Promote the use of agile product development techniques
- Encourage the development of new agile marketing strategies
- Promote the use of agile financial management techniques
- Encourage the development of new agile supply chain management techniques
- Promote the use of agile data management techniques
- Encourage the development of new agile HR strategies
Encouraging international collaboration
- Promote the development of international partnerships
- Encourage the development of new international marketing strategies
- Promote the use of international trade agreements
- Encourage the development of new international business models
- Promote the development of international networks and platforms
- Encourage the development of new international distribution channels
- Promote the use of international data privacy laws
- Encourage the development of new international talent acquisition strategies
- Promote the development of international collaboration management techniques
- Encourage the development of new international business growth strategies
Enhancing the customer experience
- Foster a culture of customer focus
- Encourage the development of new customer service strategies
- Promote the use of customer feedback to drive innovation
- Encourage the development of new customer retention strategies
- Promote the use of customer data analytics to optimize operations
- Encourage the development of new customer acquisition strategies
- Promote the use of customer service tools to improve efficiency
- Encourage the development of new customer experience management techniques
- Promote the use of customer feedback management tools
- Encourage the development of new customer engagement strategies
Promoting sustainability and environmental responsibility
- Encourage the development of new sustainability policies
- Promote the use of green technologies
- Encourage the development of new environmental protection laws
- Promote the use of sustainable business models
- Encourage the development of new sustainability management techniques
- Promote the use of environmental data analytics to optimize operations
- Encourage the development of new sustainability marketing strategies
- Promote the use of sustainable supply chain management techniques
Enhancing the work environment
- Foster a culture of continuous learning
- Encourage the development of new HR strategies
- Promote the use of agile HR management techniques
- Encourage the development of new leadership models
- Promote the use of agile HR tools
- Encourage the development of new collaboration strategies
- Promote the use of agile collaboration management techniques
- Encourage the development of new remote work policies
- Promote the use of agile HR methodologies
- Encourage the development of new flexible work arrangements
Promoting the development of new markets
- Promote the use of market data analytics to optimize operations
- Encourage the development of new marketing strategies
- Promote the use of market research to inform decision-making
- Encourage the development of new distribution channels
- Promote the use of market segmentation to target specific audiences
- Encourage the development of new pricing strategies
- Promote the use of market testing to validate new ideas
- Encourage the development of new market entry strategies
- Promote the use of market analysis to identify new opportunities
Supporting the development of new industries
- Encourage the development of new technologies
- Promote the use of industry data analytics to optimize operations
- Encourage the development of new industry standards
- Promote the use of industry research to inform decision-making
- Encourage the development of new industry partnerships
Promoting the development of new talent
- Encourage the development of new education and training programs
- Promote the use of agile talent acquisition techniques
- Encourage the development of new career development strategies
- Promote the use of talent data analytics to optimize operations
- Encourage the development of new mentorship programs
- Promote the use of talent management best practices
- Encourage the development of new talent retention strategies
- Promote the use of talent engagement tools to improve efficiency
- Encourage the development of new talent development techniques
- Promote the use of talent feedback management tools
Enhancing the competitive environment
- Encourage the development of new competitive intelligence strategies
- Promote the use of competitive data analytics to optimize operations
- Encourage the development of new competitive marketing strategies
- Promote the use of competitive research to inform decision-making
- Encourage the development of new competitive pricing strategies
- Promote the use of competitive testing to validate new ideas
- Encourage the development of new competitive advantage strategies
- Promote the use of competitive analysis to identify new opportunities
- Encourage the development of new competitive differentiation strategies
- Promote the use of competitive differentiation tools to improve efficiency
Promoting the development of new ideas
- Promote the use of idea generation tools
- Encourage the development of new product development strategies
- Promote the use of customer feedback to drive innovation
- Encourage the development of new marketing strategies
- Promote the use of market research to inform decision-making
- Encourage the development of new distribution channels
- Promote the use of market testing to validate new ideas
- Encourage the development of new pricing strategies
- Promote the use of market analysis to identify new opportunities
Enhancing the supply chain
- Encourage the development of new supply chain models
- Promote the use of supply chain data analytics to optimize operations
- Encourage the development of new supply chain management techniques
- Promote the use of supply chain research to inform decision-making
- Encourage the development of new supply chain partnerships
- Promote the use of supply chain testing to validate new ideas
- Encourage the development of new supply chain pricing strategies
- Promote the use of supply chain analysis to identify new opportunities
- Encourage the development of new supply chain innovation techniques
- Promote the use of supply chain management tools
Main Policy Measures to Be Enforced in Priority
Following our first round of 3 intensive Cross Ministries Accountability Team meetings, here are the main policy measures that will be undertaken as soon as Q1 2023 and will extend to Q1 2024.
A monitoring dashboard will be developed and data statistics will be monitored and corrective actions undertaken after proper data analysis.
Mizuni Consulting will be held nationally accountable for the implementation of the dashboard system in best practice ways for maximum cybersecurity status with Fuji Analytics [富士アナリティクス] and Nihon Data Intelligence [日本データインテリジェンス] in charge of the data science at the national level.
These companies have been approved for policies deployment support among the 47 prefectures:
Analytics:
- Dai Suuji Bunseki Kōshi
- Dai Shisō Kōshi
- Nettō Anzen Kōshi
- Sūji Anzen Kōshi
- Nettō Anzen Gusō Kōshi
- Information Security Company (Shinbun Anzen Kōshi)
- Nettō Anzen Sei Kōshi
- Nettō Bōgo Kōshi
- Electronic Safety Company (Denshi Anzen Kōshi)
- Nettō Anzen Gijutsu Kōshi
Cybersecurity:
- DataZen Analytics
- Hiro Tech
- Fuji Analytics
- Nihon Data Intelligence
- Japan Data Solutions
- ZenTech Consulting
- Japan Business Innovations
- Kanto Management Group
- Tokyo Strategy Partners
- Sakura Consulting Group
They are in charge of open data, 5-year plan objectives, and local prefecture dashboard information dissemination. All 47 local prefecture Chief Digital Officers will be in charge of the Ecosystems Builder Stakeholders Committee and will have direct access to national and regional data.
A new series of meetings will be held Q2, Q3, Q4 2024 for policies results assessment.
Annual conference National Diet official results will be presented to the National Diet for account, budget, and annual plan revision approvals.
Priority Policies
- Encourage entrepreneurship and innovation: Japan has a strong tradition of corporate loyalty, which can make it difficult for startups to find talented employees. The manifesto could advocate for policies that make it easier for people to leave established companies and start their own businesses, such as by providing funding or mentorship programs.
- Promote the adoption of digital technologies: Japan has lagged behind other countries in terms of digitization, which has held back the development of its startup ecosystem. The manifesto could call for measures to accelerate the adoption of digital technologies, such as by investing in infrastructure or providing training programs.
- Foster collaboration and networking: Many successful startups are the result of collaborations between entrepreneurs, researchers, and other stakeholders. The manifesto could encourage the creation of networks and platforms that facilitate these collaborations, such as co-working spaces or incubator programs.
- Address regulatory barriers: Startups often face a variety of regulatory barriers, such as burdensome paperwork or complex licensing requirements. The manifesto could advocate for reforms that streamline these processes and make it easier for startups to get off the ground.
- Support internationalization: Japan’s startup ecosystem is relatively isolated from the rest of the world. The manifesto could call for measures to help Japanese startups expand overseas, such as by providing access to funding or connecting them with potential partners.
- Invest in education and research: Many successful startups are built on new technologies or innovative business models. The manifesto could call for increased investment in education and research, which can help cultivate the next generation of entrepreneurs.
- Promote diversity and inclusion: A diverse and inclusive startup ecosystem is more likely to foster innovation and creativity. The manifesto could call for measures to promote diversity and inclusion, such as by supporting underrepresented groups or promoting policies that encourage the participation of women and minorities.
- Encourage the development of new industries: Japan has a strong tradition of manufacturing, but the startup ecosystem has been slower to develop in other sectors. The manifesto could call for policies that encourage the development of new industries, such as biotech, AI, or renewable energy.
- Provide access to funding: Startups often struggle to access the funding they need to get off the ground. The manifesto could call for measures to increase the availability of funding, such as by providing grants or tax incentives for investors.
- Promote entrepreneurship education: Many aspiring entrepreneurs lack the knowledge and skills they need to start their own businesses. The manifesto could call for the expansion of entrepreneurship education programs, such as by providing training or mentorship opportunities.
- Foster a culture of risk-taking: In Japan, there is a strong cultural emphasis on avoiding risk and maintaining stability. This can make it difficult for startups to succeed. The manifesto could call for a shift in cultural attitudes towards risk-taking and encourage the embrace of failure as a learning opportunity.
- Support the development of infrastructure: Startups often rely on access to modern infrastructure, such as high-speed internet and transportation, to operate effectively. The manifesto could call for investments in infrastructure that support the needs of startups.
- Promote open data policies: Open data policies can help startups access the information they need to develop innovative products and services. The manifesto could call for measures that promote the sharing of data, such as by requiring government agencies to make their data publicly available.
- Encourage the development of smart cities: Smart cities use technology to improve the lives of citizens and create new business opportunities. The manifesto could call for the development of smart cities in Japan, which could provide a fertile environment for startups to test and scale their technologies.
- Foster partnerships with established companies: Many successful startups are able to scale quickly by partnering with established companies. The manifesto could encourage the development of partnerships between startups and larger companies, which can provide access to resources and expertise.
- Promote international trade: Japan’s startup ecosystem can benefit from international trade, which can provide access to new markets and customers. The manifesto could call for measures that support international trade, such as by negotiating trade agreements or providing support for startups looking to expand overseas.
- Encourage the development of new business models: Traditional business models may not always be the best fit for startups. The manifesto could encourage the development of new business models, such as the sharing economy or subscription-based models, which can provide new opportunities for entrepreneurs.
- Support the development of digital skills: Digital skills are becoming increasingly important in the modern economy. The manifesto could call for measures that support the development of digital skills, such as by providing training programs or supporting the adoption of digital technologies in education.
- Promote the use of open source software: Open source software can help startups access the tools they need to develop new products and services. The manifesto could encourage the adoption of open source software by government agencies and larger companies, which can help create a more supportive environment for startups.
- Encourage the development of new markets: Many startups are able to succeed by developing products or services that meet the needs of underserved or underrepresented markets. The manifesto could call for measures that support the development of new markets, such as by providing funding for research and development support.
- Foster a culture of continuous learning: The startup ecosystem is constantly evolving, and it is important for entrepreneurs to stay up to date with the latest developments. The manifesto could encourage a culture of continuous learning, such as by providing access to training programs or supporting the development of lifelong learning initiatives.
- Promote the development of new technologies: The development of new technologies can create new business opportunities and drive innovation. The manifesto could call for measures that support the development of new technologies, such as by providing funding for research and development or supporting the commercialization of new ideas.
- Encourage the development of mentorship programs: Mentorship programs can help entrepreneurs learn from experienced professionals and avoid common pitfalls. The manifesto could call for the development of mentorship programs, which can provide valuable support and guidance to startups.
- Promote the development of a strong startup ecosystem: A strong startup ecosystem is one that is able to attract and retain talented entrepreneurs, provides access to resources and support, and promotes innovation. The manifesto could call for measures that support the development of a strong startup ecosystem, such as by providing funding or creating networks and platforms that facilitate collaboration.
- Encourage the development of agile processes: Agile processes, such as lean startup and design thinking, can help startups quickly test and iterate on new ideas. The manifesto could encourage the adoption of agile processes by startups, which can help them move quickly and adapt to changing market conditions.
- Promote the use of data analytics: Data analytics can help startups make informed decisions and optimize their operations. The manifesto could encourage the use of data analytics by startups, which can help them better understand their customers and develop more effective strategies.
- Foster a culture of customer focus: Many successful startups are able to succeed by developing products or services that meet the needs of their customers. The manifesto could encourage a culture of customer focus, which can help startups better understand and address the needs of their customers.
- Encourage the development of new distribution channels: Traditional distribution channels may not always be the best fit for startups. The manifesto could encourage the development of new distribution channels, such as online marketplaces or social media platforms, which can provide new opportunities for entrepreneurs.
- Encourage the development of new marketing strategies: Many startups struggle to effectively market their products or services. The manifesto could encourage the development of new marketing strategies, such as content marketing or influencer marketing, which can help startups reach new customers and grow their businesses.
- Promote the use of cloud computing: Cloud computing can help startups access the tools and resources they need to develop and scale their businesses. The manifesto could encourage the adoption of cloud computing by startups, which can help them reduce costs and improve efficiency.
- Encourage the development of new payment systems: Many startups struggle to accept payments from customers, especially in markets where traditional payment systems are not well established. The manifesto could encourage the development of new payment systems, such as mobile payments or cryptocurrency, which can provide new opportunities for entrepreneurs.
- Promote the development of new financing models: Traditional financing models, such as bank loans or venture capital, may not always be the best fit for startups. The manifesto could encourage the development of new financing models, such as crowdfunding or revenue-based financing, which can provide alternative sources of funding for entrepreneurs.
- Encourage the development of new talent acquisition strategies: Many startups struggle to find the talent they need to grow their businesses. The manifesto could encourage the development of new talent acquisition strategies, such as remote work or internships, which can help startups access a wider pool of potential employees.
- Promote the use of data security best practices: Data security is becoming increasingly important in the modern economy. The manifesto could encourage the adoption of data security best practices by startups, which can help protect the sensitive information of their customers and partners.
- Encourage the development of new supply chain models: Traditional supply chain models may not always be the best fit for startups. The manifesto could encourage the development of new supply chain models, such as just-in-time or drop shipping, which can help startups reduce costs and improve efficiency.
- Promote the use of project management best practices: Project management best practices can help startups effectively plan and execute projects. The manifesto could encourage the adoption of project management best practices by startups, which can help them deliver projects on time and on budget.
- Encourage the development of new customer service strategies: Many startups struggle to provide effective customer service. The manifesto could encourage the development of new customer service strategies, such as chatbots or social media, which can help startups improve the customer experience.
- Promote the use of data privacy best practices: Data privacy is becoming increasingly important in the modern economy. The manifesto could encourage the adoption of data privacy best practices by startups, which can help protect the sensitive information of their customers and partners.
- Encourage the development of new product development strategies: Many startups struggle to develop and launch new products. The manifesto could encourage the development of new product development strategies, such as agile development or customer development, which can help startups bring new ideas to market more quickly and effectively.
- Promote the use of agile business models: Agile business models can help startups quickly adapt to changing market conditions. The manifesto could encourage the adoption of agile business models by startups, which can help them respond to market demands more effectively.
- Encourage the development of new pricing strategies: Many startups struggle to effectively price their products or services. The manifesto could encourage the development of new pricing strategies, such as value-based pricing or freemium models, which can help startups better understand and meet the needs of their customers.
- Promote the use of data management best practices: Data management is becoming increasingly important in the modern economy. The manifesto could encourage the adoption of data management best practices by startups, which can help them effectively store, protect, and analyze data.
- Encourage the development of new HR strategies: Many startups struggle to effectively manage their human resources. The manifesto could encourage the development of new HR strategies, such as remote work or flexible work arrangements, which can help startups attract and retain top talent.
- Promote the use of agile marketing strategies: Agile marketing strategies can help startups quickly adapt to changing market conditions. The manifesto could encourage the adoption of agile marketing strategies by startups, which can help them respond to market demands more effectively.
- Encourage the development of new sales strategies: Many startups struggle to effectively sell their products or services. The manifesto could encourage the development of new sales strategies, such as inbound marketing or social selling, which can help startups reach new customers and grow their businesses.
- Promote the use of agile project management techniques: Agile project management techniques can help startups quickly adapt to changing project requirements. The manifesto could encourage the adoption of agile project management techniques by startups, which can help them deliver projects on time and on budget.
- Encourage the development of new leadership models: Many startups struggle to effectively lead and manage their teams. The manifesto could encourage the development of new leadership models, such as servant leadership or participative leadership, which can help startups create a positive and supportive work environment.
- Promote the use of agile product development techniques: Agile product development techniques can help startups quickly iterate on new ideas and bring new products to market. The manifesto could encourage the adoption of agile product development techniques by startups, which can help them respond to market demands more effectively.
- Encourage the development of new networking strategies: Many startups struggle to effectively network and build relationships with potential partners and customers. The manifesto could encourage the development of new networking strategies, such as social media or online communities, which can help startups connect with new opportunities.
- Promote the use of agile financial management techniques: Agile financial management techniques can help startups quickly adapt to changing financial conditions. The manifesto could encourage the adoption of agile financial management techniques by startups, which can help them make informed decisions and optimize their operations.
- Encourage the development of new collaboration strategies: Many startups struggle to effectively collaborate with others, especially in a virtual environment. The manifesto could encourage the development of new collaboration strategies, such as virtual co-working or online communities, which can help startups connect with potential partners and customers.
- Promote the use of agile supply chain management techniques: Agile supply chain management techniques can help startups quickly adapt to changing market conditions. The manifesto could encourage the adoption of agile supply chain management techniques by startups, which can help them reduce costs and improve efficiency.
- Encourage the development of new customer acquisition strategies: Many startups struggle to effectively acquire new customers. The manifesto could encourage the development of new customer acquisition strategies, such as content marketing or influencer marketing, which can help startups reach new audiences and grow their businesses.
- Promote the use of agile data management techniques: Agile data management techniques can help startups quickly adapt to changing data requirements. The manifesto could encourage the adoption of agile data management techniques by startups, which can help them make informed decisions and optimize their operations.
- Encourage the development of new customer retention strategies: Many startups struggle to effectively retain their customers. The manifesto could encourage the development of new customer retention strategies, such as loyalty programs or customer service best practices, which can help startups build long-term relationships with their customers.
- Promote the use of agile HR management techniques: Agile HR management techniques can help startups quickly adapt to changing workforce needs. The manifesto could encourage the adoption of agile HR management techniques by startups, which can help them attract and retain top talent.
- Encourage the development of new business growth strategies: Many startups struggle to effectively grow their businesses. The manifesto could encourage the development of new business growth strategies, such as partnerships or acquisitions, which can help startups expand their reach and capabilities.
- Promote the use of agile marketing management techniques: Agile marketing management techniques can help startups quickly adapt to changing market conditions. The manifesto could encourage the adoption of agile marketing management techniques by startups, which can help them respond to market demands more effectively.
- Encourage the development of new customer service management techniques: Many startups struggle to effectively manage their customer service operations. The manifesto could encourage the development of new customer service management techniques, such as chatbots or social media, which can help startups improve the customer experience.
- Promote the use of agile data privacy management techniques: Agile data privacy management techniques can help startups quickly adapt to changing data privacy requirements. The manifesto could encourage the adoption of agile data privacy management techniques by startups, which can help them protect the sensitive information of their customers and partners.
- Encourage the development of new product development management techniques: Many startups struggle to effectively manage their product development processes. The manifesto could encourage the development of new product development management techniques, such as agile development or customer development, which can help startups bring new ideas to market more quickly and effectively.
- Promote the use of agile project management tools: Agile project management tools can help startups quickly adapt to changing project requirements. The manifesto could encourage the adoption of agile project management tools by startups, which can help them deliver projects on time and on budget.
- Encourage the development of new customer acquisition management techniques: Many startups struggle to effectively manage their customer acquisition processes. The manifesto could encourage the development of new customer acquisition management techniques, such as content marketing or influencer marketing, which can help startups reach new audiences and grow their businesses.
- Promote the use of agile product development tools: Agile product development tools can help startups quickly iterate on new ideas and bring new products to market. The manifesto could encourage the adoption of agile product development tools by startups, which can help them respond to market demands more effectively.
- Encourage the development of new customer retention management techniques: Many startups struggle to effectively manage their customer retention efforts. The manifesto could encourage the development of new customer retention management techniques, such as loyalty programs or customer surveys, which can help startups understand and address the needs of their customers.
- Promote the use of agile financial management tools: Agile financial management tools can help startups quickly adapt to changing financial conditions. The manifesto could encourage the adoption of agile financial management tools by startups, which can help them make informed decisions and optimize their operations.
- Encourage the development of new collaboration management techniques: Many startups struggle to effectively manage their collaborations with others, especially in a virtual environment. The manifesto could encourage the development of new collaboration management techniques, such as virtual co-working or online communities, which can help startups connect with potential partners and customers.
- Promote the use of agile HR tools: Agile HR tools can help startups quickly adapt to changing workforce needs. The manifesto could encourage the adoption of agile HR tools by startups, which can help them attract and retain top talent.
- Encourage the development of new business growth management techniques: Many startups struggle to effectively manage their business growth efforts. The manifesto could encourage the development of new business growth management techniques, such as partnerships or acquisitions, which can help startups expand their reach and capabilities.
- Promote the use of agile marketing tools: Agile marketing tools can help startups quickly adapt to changing market conditions. The manifesto could encourage the adoption of agile marketing tools by startups, which can help them respond to market demands more effectively.
- Encourage the development of new customer service tools: Many startups struggle to effectively manage their customer service operations. The manifesto could encourage the development of new customer service tools, such as chatbots or social media, which can help startups improve the customer experience.
- Promote the use of agile data privacy tools: Agile data privacy tools can help startups quickly adapt to changing data privacy requirements. The manifesto could encourage the adoption of agile data privacy tools by startups, which can help them protect the sensitive information of their customers and partners.
- Encourage the development of new product development tools: Many startups struggle to effectively manage their product development processes. The manifesto could encourage the development of new product development tools, such as agile development or customer development, which can help startups bring new ideas to market more quickly and effectively.
- Promote the use of agile project management methodologies.
47 Prefectures Guide Book
Institutional Framework
General regulatory environment for startups
- Has the E-commerce Directive been fully implemented locally?
- Have you shared the created national startup manifesto?
- Has your prefecture locally enforced national legislation defining startups and providied special status to them (startup status related legislation)
- Have measures in support of the principles of a digital single market been undertaken on a prefectural level?
- Have provisions enabling new legally challenging business models of sharing economy?
- Is the time taken to start a business equal or below a target of 3 days?
- Is there a prefectural strategy in support of startups in place?
Education and Skills
Make teachers digitally confident and competent to rise to the challenge.
- Are the training initiatives (for teachers) using e-learning tools present in the national programmes and action plans?
- Are there effective government initiatives in place to encourage the involvement of startups and developers in providing ICT training for teachers and students?
- Does a strategy document exist alone or as a part of a bigger strategic package?
- Has ICT been implemented as a part of the core curriculum?
Teach our children the principles, processes, and passion for entrepreneurship from a young age.
- Has a prefectural system for vocational traineeships in entrepreneurship for 12 – 18 y.o. been established?
- Have courses / activities aimed at enhancing entrepreneurship skills been introduced as a part of the core curriculum in a primary and a secondary education system (e.g. willingness to take risks, ability and willingness to take initiative)?
Encourage university students to start a business before they graduate.
- Are there regional / prefectural programmes that encourage (e.g. with providing co-funding) the creation of startup Incubators / Accelerators?
- Has the prefecture developed incentives for academics to engage in entrepreneurial activity and stimulate the creation of university spin-offs?
- Has the prefecture introduced any funding programmes for students who want to translate their business idea into a reality?
- Has the prefecture taken local measures to promote programs for Young Entrepreneurs?
- Have support measures to mentor and coach women entrepreneurs at undergraduate level been implemented?
Prepare graduates for a radically different marketplace (digital skills plus vocational training).
- Has some form of “digital course certificate” confirming ICT skills been introduced as part of a curriculum in the higher education system?
- Has the Digital Agenda to mainstream eLearning in national policies been implemented locally?
- Has the prefecture created a local chapter of the Grand Coalition for Digital Jobs with a local coalition to promote digital employment?
Encourage large companies to provide training for the general public (for management, leadership, and communication skills).
- Have measures been introduced (such as co-financing by the prefecture) to support provision of specific training (management, sales etc.) by corporates for people already working for SMEs / startups or unemployed?
- Have the measures to promote / scale up business – universities partnerships within the Knowledge Alliance on a national level been undertaken?
- Have the national programmes to promote business-universities partnerships been implemented to provide work placement as part of the curriculum?
Access to Talent
Turn your prefecture into the easiest place for highly skilled talent to start a company and get a job by rolling out a local Japan startup Visa.
- Has a local policy enforcement been put in place in support of attracting foreign startups been introduced?
- Has a local startup visa programme to streamline the process of setting up a business by non-Japanese, skilled talents been introduced in the prefecture?
- Has the prefecture signed bilateral and / or multilateral agreements with non-Japan countries regions facilitating easier / free movement of workers?
- Has the prefecture a Directive aimed at facilitating the admission and mobility of highly qualified migrants and their family members by harmonizing entry and residence conditions throughout the region been fully implemented?
Make it easy for companies to hire outside the prefecture.
- Has a local policy enforcement of the national policy measure in support of making remote hiring of employees directly across your region possible and less burdensome been introduced (e.g. elimination of residence requirement, taxes, etc)?
Make it easier for smaller companies to let employees go (special flexibility in human resources management for small companies).
- Has your prefecture adopted comprehensive life-long learning strategies in support of Japan common flexicurity principles?
- Has your prefecture enabled the flexible and reliable contractual arrangements in line with foreign common flexicurity principles?
- Has your prefecture implemented effective active labor market policies to assist job-to-job transition in line with Japan’s flexicurity principles?
- Has your prefecture implemented effective active labor market policies to assist job-to-job transition?
- Has Japan introduced modern social security systems solutions in line with common flexicurity principles (e.g. solutions that would ensure the possibility for temporary workers to accumulate rights and would improve portability of entitlements across firm or branch borders)?
Bring the best brains back home (Japan must launch targeted campaigns aimed at bringing their talent back home, through research grants, logistical support and public recognition).
- Has a regional strategy to attract high-skilled labor through international student recruitment been developed?
- Has the Researchers Directive (Japan Scientific Visa) been fully implemented in the region or prefecture?
- Have initiatives been undertaken at regional level that align with the HR Strategy for Researchers and Japan and western Charter and Code?
Access to Capital
Increase private and institutional investment in startups.
- Has an effective debt financing system been established by creating well-structured credit guarantees on bank loans on a regional or prefectural level in order to enable banks to extend loans to startups that would otherwise not be able to find credit?
- Has the Late Payment Directive been implemented in Japan that reduces the time to pay the invoice and hence the need for short-term financing?
- Have actions to improve access to finance for startups and SMEs been undertaken?
- Have measures to promote public private investment partnerships in order to address risk-aversion of venture capital, e.g. by creating regional and prefectural co-investment funds between public entities and private investors level been established?
- Have provisions for facilitating secure access to alternative sources of funding, such as equity crowdfunding, mezzanine instruments or minibonds (convertible notes) and etc., been set up?
Make it easier for high-growth companies to raise capital through public markets.
- Has a regional/prefectural legislation on venture capital in support of a Japan national new venture capital framework been introduced that enables cross-border financing for SMEs more easily available ?
- Has a revised Directive on transparency requirements for listed companies been enforced locally?
- Have measures to support business angels’ friendly environment been introduced on a regional and prefectural level?
- Have policies to promote easier access to stock exchange for high growth companies been adopted, such as: a single registration in the home country, and with simplified accounting and reporting (disclosure) obligations?
- Have tax incentives for acquiring startups / on reinvesting profit in startup businesses for investors of a national origin been implemented?
- Have tax reliefs on seed and venture capital investments been introduced or enforced on a regional and prefectural level?
Buy more from smaller businesses.
- Does the prefecture make use of a Code of best practices facilitating access by SMEs to public procurement contracts?
- Has legislation been implemented to make sure that at least some percentage of the administration procurement goes to “innovative” solutions (so called “innovative public procurement”)?
- Have the measures been implemented to promote procurement from SMEs (for example by making it easier for startups and SMEs to access the government procurement market by lowering barriers to entry and lessening administrative burden of the process, or by promoting procurement from smaller companies by corporates)?
- Is SMEs’ share in the total value of public contracts awarded above world average?
Tax share options as capital gains, not income, to attract talent to startups (special tax regime for startups).
- Does the government have a differential tax rate for companies according to their age or the size of their profit?
- Has the government implemented an Entrepreneurs Relief tax break to reduce the capital gains tax on selling all or part of the business?
- Has the government introduced any other early stage tax relief for entrepreneurs and their employees?
- Have national regulations been enforced locally in support of easing up early startups regulatory burden (e.g. preferential tax scheme on share options for employees in order for startups to attract talent without big initial investment in salaries)?
Data Policy, Protection & Privacy
Revise and normalize data protection laws (unified data protection law).
- Has your prefecture developed programmes to encourage the reuse of data in the public and private sector?
Remove the requirement for data providers to store information in any given Japan.
- Has your prefecture enforced the nationally developed a specific Cloud Computing Strategy?
Make government data public.
- Does legislation adopted prohibit Public Sector Information holders from granting exclusive rights to re-sell or re-use data to any legal entity?
- Does the national law provide for a general obligation for public sector bodies to allow re-use of Public Sector Information?
- Has your prefecture reinforced improved policies and practices on Open Access to better allow access to data and re-use of data generated by scientific research?
- Has your prefecture taken part in the Open Government initiatives, such as Open Government Partnership (OGP), to drive best practice in knowledge sharing and promote integrity and trust in data management?
- Has the Public Sector Information Directive been fully implemented regionally?
Make local governments think digitally (unified technological platform).
- Has your prefecture built analytical tools to make use of governmental digital records and data in order to deliver insight in support of better deliverables, better policies and better decision making processes (for example use of health data to identify trends, preventive actions)?
- Has your prefecture enforced, used, and followed a Japan or Asian or Western Cloud Partnership initiative in order to advance towards joint procurement of cloud computing services by public bodies based on the emerging common user requirements?
- Is your prefecture aligned to the national interoperability frameworks which is aligned the western or asian Interoperability Framework?
Thought Leadership
Initiate a mentality shift across Japan in terms of how we define success—by promoting entrepreneurship.
- Does your region or prefecture actively promote women entrepreneurship through specifically targeted mentoring and networking programmes?
- Does your region or prefecture conduct any PR and media campaigns at regional level aimed at promoting entrepreneurship (e.g. by appointing a role model, an entrepreneur in residence to promote entrepreneurial culture etc.)?
- Does your local government support the mentorship programmes for startups either through funding, introductions, provision of space, supplying mentors or creation of networks?
- Have measures been introduced to enforce policies allowing second chances for entrepreneurs?
Appoint a Chief Digital Champion at the Prefecture Level.
- Has a Digital Champion been appointed in your prefecture?
- Is the Digital Champion or an equivalent figure (under the National Chief Digital Officer the Honorable Mr Makosato Morya) empowered with the practical means to execute Digital Transformation Startup Development 5-Year Plan on a prefectural level (budget, recognition, political support)?
Create a “best practices” repository.
- Has your prefecture taken steps to promote and showcase the best practices (for example, by creating a resource to share best practices´ in promoting digital entrepreneurship or actively promoting best practices on a national / regional level)?
Establish a local chapter of the Digital Japan Forum.
- Does your prefecture have actively engaged entrepreneurs, policy makers and officials in the Japan Digital Forum Local Chapter?
- Has an association that actively promotes recommendations of the Japan Startup Manifesto at the national level been launched locally in your region and your prefecture?
Case Study Context
Imagine you’re playing a game where you can make copies of yourself and make them do different things on different boards in different environments very far away at cosmic scale. It’s like having multiple versions of yourself in totally different worlds.
This concept is called parallel universes. It’s like having multiple versions of Earth, the solar system, the “Milky Way” and multiple versions of yourself on each one of those specific Earth-s, in different universes with, however, completely different end results, again, all things being equal.
So now, imagine there are many current parallel (maybe infinite) universes, just like ours. In this parallel universe, there is a solar system in a “milky way” galaxy, and a planet that is just like Earth, and a country called Japan. And yes, in this parallel universe the government of Japan has a different cabinet with a different government and a different chief digital officer.
We, the “local universe” Chief of Digital Officer of (this particular Japan country) and I, are free to build whatever we think fit to make (this particular Japan a winning Digital First country in this parallel universe) want in this parallel universe, and since it’s different from our world, you can create something that doesn’t exist here. You could work together to create a new type of technology or a new way of communicating. You could help build a new city with advanced transportation systems. You could also help to develop a 5 year development plan that focuses on a Digital Transformation and startup ecosystem. The possibilities are endless.
Clarification
The concepts of a “multiverse” and “parallel universe” are often used interchangeably, but they can have slightly different meanings depending on the context.
A “multiverse” is a theoretical concept that suggests that our universe is just one of many possible universes that make up a larger “multiverse”. The idea of a multiverse is based on theories of cosmology, quantum mechanics, and string theory. Some scientists believe that the multiverse is infinite and contains an infinite number of parallel universes, each with different physical laws, constants and initial conditions.
On the other hand, “parallel universe” is a subset of the “multiverse” concept. It suggests that there are other universes that exist alongside our own and may resemble it in some ways, but with some key differences. The idea of parallel universe is based on the possibility that there could be other versions of reality, similar to our own, where different choices and events played out.
It’s important to note that the concepts of multiverse and parallel universe are purely theoretical and currently no scientific evidence for it.
But, let’s assume is has and let’s plan a full and as complete as possible “Japan 5-Year Plan Digital Transformation and Startup Development”.
On this “Japan”, His Excellency Mr Makosato Morya, Japan Startup Development & Digital Transformation 5-Year Plan & Manifesto.
Lead Role
The name, Makosato Morya is an anagram of “Sakamoto Ryoma sama” that any Japanese history enthusiast knows pretty well, even in these countless “far far away”universes. Surely all Japanese citizens know their hero pretty well.
Ryoma sama meets the profile as the high-profile reformer figure I’m looking for to help me construct my outrageous Digital 5-Year Plan.
Disclaimer
As you might figure out, I cannot bear any responsibility for this “far far away” Adrien Beaulieu divagation, wandering, and prolific mind.
Sources
Foreign assessment models, startup manifesto-s, AI, personal research.
Now What?
I believe that a lot can be done to ensure digital success if we focus at the very local level (and only then scale at the prefectural and regional level) from a small prefecture area, rather than expecting too much from a national set of policies (which are necessary, but only a top down model).
The issue of concrete local policies and successful local policies enforcement will always be a challenge. That will require identifying stakeholders (members of an accountability project team) that have been previously carefully selected; training and support for their appropriate digital ecosystem readiness preparation; and getting feedback, data from appropriate KPIs, then corrective actions, rinse, and repeat.
Later on, I’ll work more in depth on a real case in an ecosystem building initiative that will make more sense when implemented in a very narrowed-down, humanely manageable area.
Everything is possible only in a parallel universe.
